Work my up in a construction company to CEO and/or President
JOEY JOY
PROFESSIONAL HIGHLIGHTS
My 18 plus years work experience with increasing responsibilities in accounting, finance and operations is extensive, with growth and successes. What sets me apart from other candidates is my ability to draw on existing resources in order to improve a process or move in a positive direction. My ability to make a decision, act on it, analyze it, and make changes if necessary is due to my emotions remaining steady, not excitable, so decisions are made based on facts and accurate data. I enjoy the challenge of a difficult task because it requires determining the best alternatives to meet a specified goal. My steady personality allows me to deal with tough financial times, manage employees, and negotiate legal disputes with consistency, fairness, and determination. Most important is my excellent management of day-to-day operations in order to gain efficiencies in all business facets while concentrating on cost control and/or production increases to improve revenues.
ACCOMPLISHMENTS
- Assisted two of our large customers in reducing their warehouse cost while increasing our bottom line $4 million dollars. In addition, production of our highest return product doubled for an additional $7.2 million annually in revenue due to added production capacity.
- Reduced warehouse cost over $8 a ton for $1.4 million in annual savings by eliminating outside warehousing through improved scheduling of customer orders and production.
- Reduced transportation cost over $6 a ton for $1.1 million in annual savings by competitively bidding and aligning regional trucking companies with customer locations.
- Reduced finishing cost $3 a ton for $500,000 in annual savings by reducing on hand supplies from 2 months supply to 1-1/2 weeks, both at the mill site and suppliers’ site. This increased our onsite warehouse space for finished product storage.
- Worked with Union Pacific executives on new rail shipment format which increased their revenue and reduced our transportation cost; Union Pacific now uses this format with their customers.
- Guided KDA Construction, Inc.’s growth from $7 million to over $60 million in seven years time.
- Managed multiple LLC companies owned by KDA Construction, Inc. and combined some of these LLC companies for a tax savings to the owners of $400 thousand while improving profitability of the core business.
- Saved $100’s of thousands in legal disputes by successfully negotiating resolutions to construction disputes and defending mediation actions. Improved the contract and bidding process to reduce charges for extras by working with superintendents and project managers to compare all bids with each other and the specifications to identify possible extras.
- Improved inventory control by focusing on daily production and shipping reports, this allowed us to go from monthly physical counts to quarterly counts.
- Created a pricing model that priced similar products across three paper machines to provide accurate cost of production and allow sales to quote a customer price immediately..
- Team leader for the installation of an ERP system (MAJIQ®) which was the company’s smoothest transition.
- Created and presented to all levels of management Excel spreadsheets for statistical analysis, variances, budgets, cost to complete and percentage of completion by subcontract and comparisons to the project schedule.
EMPLOYMENT SUMMARY
KDA Construction, Inc. • Salem, Oregon 2001 to 11/2009
Chief Financial Officer / Operations Manager for Construction
Responsibilities included management of all accounting disciplines from multi-state payroll and sales tax to GL, A/P, A/R, financial statements and fixed assets in accordance with GAAP. Management of all cash needs from collection, disbursement, capital expenditures, bonding, financing and reporting. Management of all legal issues, audit preparation, internal controls, construction contracts and project managers. Oversaw preparation of all pro forma financials, operation analysis, budget preparation, and variance analysis. Managed multiple facets of the business, reporting to the President, Board of Directors, government agencies, and investors.
Improved cash management during my eight years with authority for all financial functions, contract negotiations, office management and legal transactions for a general contracting company with projects ranging from $8 million to $15 million. Managed multi-bank draws for all construction expenditures, displaying tight forecasting and planning skills to balance the demands of running at full capacity versus the cash flow demands of growth and construction cycles.
In January 2007, Operations Manager for Construction duties was added to my financial responsibilities. Our company focus was reducing construction times from 14 months to 12 months. Under my direction, teams were created consisting of the project superintendent, project manager, project accountant and support staff. These teams improved construction activities by focusing on day-to-day construction scheduling to reduce delays while maintaining quality methods.
Blue Heron Paper Company / Smurfit Newsprint Corporation • Oregon City, Oregon 1991 to 2001
Shipping and Finishing Superintendent (Logistics Manager)
Senior Cost Accountant
Blue Heron Paper Company is an employee owned company that purchased Smurfit Newsprint, a $120 million paper manufacturing company, in 2000. During this time, I served on the Board of Directors and continued my responsibilities as Shipping and Finishing Superintendent.
Initially hired as a Plant Accountant with responsibilities for payroll GL, A/P, A/R, inventories, fixed assets, budgets, variance analysis and internal controls for a pressboard manufacturing site. Major projects at this site included installation of computers and software and training users on excel, including macro programming.
After two years, promoted to Cost Accountant at one of Smurfit’s paper mills then promoted to Senior Cost Accountant. Responsibilities included management of process cost accounting for five process lines, pricing financial models, Inventory control, fixed asset management, internal audits, GAAP for leases and capital equipment and special accounting projects. Reported deficiencies and suggestions for improvements to department heads and senior management.
Promoted to Shipping and Finishing Superintendent; responsibilities included management of order entry, production planning, packaging, warehousing, shipping, and transportation negotiations. Major projects included cost reductions in supply inventory, warehousing and transportation, and installation of an ERP production tracking system (Majiq®) that allowed customers to enter orders and track production through delivery. Interacted with corporate, sales, customers, vendors and employees on negotiating orders, transportation rates, finishing supply contracts and personnel issues within a union shop.
OTHER ACCOMPLISHMENTS AND SKILLS:
- As a member an audit team, I performed audits on related facilities and internal audits on my own books.
- Skills include strong analytical ability for finance, accounting, and production data for several manufacturing and construction processes.
- Managed licensing, legal filings and taxes for construction projects in 25 states.
- Evaluated and recommended new vendors and programs for employee benefits and medical programs.
- Improved spreadsheets and databases with macros, file linking and tutoring.
- Adept at communicating ideas or process required for completing task.
- Strong use of spreadsheets, word processing, databases, report writers, scheduling programs, accounting software (Microsoft suite, Microsoft Project, QuickBooks …)
EDUCATION
Oregon State University • Corvallis, OR
BS, Business/Accounting • Minor: Computer Science
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